Journal articles: 'Marketing control'

1

Verissimo, D. "Pest Control: Embrace Marketing." Science 342, no. 6160 (November 14, 2013): 798–99. http://dx.doi.org/10.1126/science.342.6160.798-b.

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Veríssimo, Diogo. "Pest Control: Embrace Marketing." Science 342, no. 6160 (November 15, 2013): 798–99. http://dx.doi.org/10.1126/science.342.6160.798b.

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Jaworski, Bernard J. "Toward a Theory of Marketing Control: Environmental Context, Control Types, and Consequences." Journal of Marketing 52, no. 3 (July 1988): 23–39. http://dx.doi.org/10.1177/002224298805200303.

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Historically, marketing control research has involved either the development of output-oriented financial controls or the analysis of how financial controls affect performance. This work on marketing control is limited in that it (1) has focused primarily on the control of marketing plans/activities, not on the control of marketing personnel, (2) fails to capture all controls operating within the marketing unit, (3) does not consider environmental conditions that both influence the use and moderate the effects of controls, and (4) ignores the behavioral and psychological impact of controls on individuals. To overcome these limitations, a theory integrating environmental context, controls, and the consequences of controls is proposed. Previous research is categorized within the framework, relevant propositions are advanced, and directions for future research are proposed.

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Ambler, Tim. "‘Strategic Control of Marketing Finance’." Journal of Brand Management 2, no. 3 (December 1994): 199–200. http://dx.doi.org/10.1057/bm.1994.52.

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Klarmann, Martin, and Sven Feurer. "Control Variables in Marketing Research." Marketing ZFP 40, no. 2 (2018): 26–40. http://dx.doi.org/10.15358/0344-1369-2018-2-26.

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Kling, Nathan D. "The Marketing Audit: An Extension of the Marketing Control Process." Managerial Finance 11, no. 1 (January 1985): 23–26. http://dx.doi.org/10.1108/eb013543.

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Stukanova, I. "PRODUCT QUALITY CONTROL IN MARKETING SYSTEM." Bulletin of the Moskow State Regional University, no. 4 (2015): 99–105. http://dx.doi.org/10.18384/2310-6646-2015-4-99-105.

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Li, Zhan G., Rodney L. Stump, and Tiger Li. "Control Combinations in Independent Marketing Channels." Journal of Marketing Channels 13, no. 4 (June 2006): 23–47. http://dx.doi.org/10.1300/j049v13n04_03.

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Finkin, Eugene F. "Expense Control in Sales and Marketing." Journal of Business Strategy 9, no. 3 (March 1988): 52–55. http://dx.doi.org/10.1108/eb039229.

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Mukherji, Badal, Prasanta K. Pattanaik, and R. M. Sundrum. "Rationing, price control and black marketing." Indian Economic Review 54, S1 (December 2019): 57–74. http://dx.doi.org/10.1007/s41775-019-00074-1.

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Jaworski, Bernard J., Vlasis Stathakopoulos, and H. Shanker Krishnan. "Control Combinations in Marketing: Conceptual Framework and Empirical Evidence." Journal of Marketing 57, no. 1 (January 1993): 57–69. http://dx.doi.org/10.1177/002224299305700104.

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The topic of management control systems has received limited attention in the marketing literature. Though previous research has tended to view each organizational control in isolation, the authors argue that research should examine the simultaneous use of multiple controls. On the basis of previous work, a conceptual framework for combinations of controls is constructed with associated research hypotheses. Four alternative combinations or “systems” of controls are identified: (1) a traditional bureaucratic management control system with a primary emphasis on formal controls, (2) a clan system with a primary emphasis on informal controls, (3) a low control system, and (4) a high control system. The findings indicate that SBU characteristics and task complexity variables predict the type of system that is likely to be emphasized. In turn, the results indicate that the high control system is associated with highest job satisfaction followed sequentially by the clan, bureaucratic, and low control systems. The high control system also produced the lowest levels of person-role conflict and ambiguity. No significant relationship is found between the four systems and job performance. Study limitations and directions for future research are discussed.

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Merritt, Nancy J., and William H. Redmond. "Retailer Control Acceptance:." Journal of Marketing Channels 4, no. 4 (September 29, 1995): 65–88. http://dx.doi.org/10.1300/j049v04n04_04.

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Brieger, William R., Jayashree Ramakrishna, and Joshua D. Adeniyi. "Community Involvement in Social Marketing: Guineaworm Control." International Quarterly of Community Health Education 7, no. 1 (April 1986): 19–31. http://dx.doi.org/10.2190/rjp4-fmec-08g9-ej04.

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Social marketing as a health education strategy has the potential for encouraging the adoption of new health technologies. The focus on the individual, though, holds the risk of victim blaming. This can be overcome if the consumers/community are involved in the four major components of the marketing strategy-product design, price, distribution and promotion. The community of Idere, Nigeria, has recently been involved in marketing a monofilament nylon cloth filter to prevent the water-borne helminthic disease, guineaworm. Local tailors produced the filters. Volunteer primary health workers debated pricing, sold the product and educated each consumer. Coverage in those neighborhoods and farm settlements where primary health workers were resident was nearly double that of other sections showing the value of local action to market health changes.

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Vila, Bryan. "Motivating and Marketing Nurturant Crime Control Strategies." Politics and the Life Sciences 16, no. 1 (March 1997): 48–55. http://dx.doi.org/10.1017/s073093840002027x.

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15

SELF, ROBERT. "Treasury Control and the Empire Marketing Board." Twentieth Century British History 5, no. 2 (1994): 153–82. http://dx.doi.org/10.1093/tcbh/5.2.153.

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Qing Zhang, G. G. Yin, and E. K. Boukas. "Optimal control of a marketing-production system." IEEE Transactions on Automatic Control 46, no. 3 (March 2001): 416–27. http://dx.doi.org/10.1109/9.911418.

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17

Yang, Jian, and Xiaolong Zhang. "Coordinated dynamic control of marketing and production." Naval Research Logistics 56, no. 4 (June 2009): 348–65. http://dx.doi.org/10.1002/nav.20348.

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18

Nygaard, Arne. "Interfirm Control of Plural Formed Marketing Channels." Journal of Business-to-Business Marketing 6, no. 4 (February 17, 2000): 33–51. http://dx.doi.org/10.1300/j033v06n04_02.

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19

Gilmore, G. "Marketing infection control services to the community." American Journal of Infection Control 17, no. 2 (April 1989): 96. http://dx.doi.org/10.1016/0196-6553(89)90033-3.

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20

Nixon, W. A. J. "Planning and control of new product marketing." British Accounting Review 22, no. 3 (September 1990): 292. http://dx.doi.org/10.1016/0890-8389(90)90013-8.

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21

Twomey, Katherine L., John G. Knight, and Lisa S. McNeill. "Damage Control." Journal of Advertising Research 51, no. 2 (June 2011): 394–403. http://dx.doi.org/10.2501/jar-51-2-394-403.

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22

McKay, Alan. "Pharmacist Control Over OTC Merchandising." Journal of Pharmaceutical Marketing & Management 4, no. 2 (December 29, 1989): 23–39. http://dx.doi.org/10.1300/j058v04n02_03.

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23

Beuckels, Emma, Snezhanka Kazakova, Veroline Cauberghe, Liselot Hudders, and Patrick De Pelsmacker. "Freedom makes you lose control." European Journal of Marketing 53, no. 5 (May 13, 2019): 848–70. http://dx.doi.org/10.1108/ejm-09-2017-0588.

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Purpose Past research suggests that heavy media multitaskers (HMMs) perform worse on tasks that require executive control, compared to light media multitaskers (LMMs). This paper aims to investigate whether individual differences between HMMs and LMMs make them respond differently to advertising in a media multitasking context and whether this stems from differences in the ability versus the motivation to regulate one’s attention. This is investigated by manipulating participants’ autonomy over attention allocation. Design/methodology/approach For the first study (n = 85), a between subjects design with three conditions was used: sequential, multitasking under low autonomy over attention allocation and multitasking under high autonomy over attention allocation. This study investigated the inhibitory control of HMMs vs LMMs in a very controlled multitasking setting. The second study (n = 91) replicated the design of study one in a more naturalistic media multitasking setting and investigated the driving role of motivation vs ability for cognitive load differences between HMMs and LMMs and the consequent impact on advertising effectiveness. Findings Study I suggests that HMMs perform worse on a response inhibition task than LMMs after multitasking freely (in which case motivation to regulate attention determines the process), but not after their attention was guided externally by the experimenter (in which case their motivation could no longer determine the process). Study II argues that when motivation to switch attention is at play, cognitive load differences occur between HMMs and LMMs. This study additionally reveals that under these circumstances, HMMs are more persuaded by advertisements (report higher purchase intentions) compared to LMMs, while no differences appear when only ability is at play. Research limitations/implications Executive control exists of different components (Miyake et al., 2000). The current study only focused on the impact of media multitasking frequency on response inhibition, but it would be interesting for future research to investigate whether media multitasking frequency equally affects the other sub-dimensions. Additionally, the impairment of response inhibition has been shown to predict a large number of other behavioral and impulse-control outcomes such as unhealthy food choices and alcohol and drug use (e.g. Friese et al., 2008). Future research should consider investigating other consequences of heavy media multitasking behavior, both advertising related and unrelated. Practical implications From a practical point of view, understanding the mechanisms that are driving the effects of media multitasking on advertising effectiveness for different groups of media-consumers could make it easier for practitioners to efficiently plan their media campaigns. Based on the findings of this study, the authors can derive that HMMs will be more depleted in cognitive resources and inhibitory control when media multitasking compared to LMMs. Consequently, this makes them more prone to advertising messages. This knowledge is of great importance for advertisers who could, based here on, aim to target HMMs more often than LMMs. Originality/value Two experimental studies by the authors confirm and add value to previous academic findings about the negative relation between media multitasking frequency and tasks that demand executive control. This study contributed to the previous by investigating whether individual differences between heavy and light media multitaskers make them respond differently toward advertising and whether the driving mechanism of these differences is a lack of motivation or ability to efficiently shift attention.

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24

Hadrian, Piotr, František Milichovský, and Pavel Mráček. "The Concept of Strategic Control in Marketing Management in Connection to Measuring Marketing Performance." Sustainability 13, no. 7 (April 1, 2021): 3887. http://dx.doi.org/10.3390/su13073887.

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This study deals with the issue of marketing control (the function that ties together the process of marketing management). More directly, we aim to provide a scientific reflection on the model presentation of the strategic level of such control. We present the views discussed in the literature on marketing control, which can be treated as its model conceptual and structural solutions. The main objective of the study was to define key factors in individual areas (the market area, the area of the customer’s value, the financial area) that are connected to business activities and show their interconnection. We further analyzed the relevance of marketing and business activities in connection to performance evaluation in three areas: market, customer, and financial performance. The empirical evidence of the study came from quantitative, firm-level data gathered through an email questionnaire, which yielded 708 qualified responses from companies in the Czech Republic. The analysis employed factor analysis on the way to identify the key marketing indicators supporting corporate strategy marketing in specific areas. Furthermore, Pearson’s chi-square test was used to find possible dependencies between observed factors. According to the obtained results and the application of the chosen statistic methods, we identified seven factors of which five factors were acceptable. For these five factors, we identified seven statistical dependencies. The obtained results show that companies primarily use financial indicators to monitor and check their activities in the marketing area. The usage of financial indicators in connection to the marketing area is based mainly on the traditional approach of companies in the measuring process. The whole control mechanism in the company requires continuous control of all corporate activities, with relevant changes in implementation, and a comparison of obtained results to competitors or a company’s results in previous years.

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25

Jaworski, Bernard J., and Deborah J. Macinnis. "Marketing Jobs and Management Controls: Toward a Framework." Journal of Marketing Research 26, no. 4 (November 1989): 406–19. http://dx.doi.org/10.1177/002224378902600403.

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The authors consider the relationships among two characteristics associated with senior marketing positions (procedural knowledge and performance documentation), four types of management controls, and three job-related minipathologies (job tension, dysfunctional behaviors, and information asymmetries between superiors and subordinates). Selected management control theory suggests that the characteristics of a given marketing position should predict managers’ reliance on specific types of management controls. In turn, these controls should directly predict the extent of job-related minipathologies. In contrast, contingency theories of control suggest that task characteristics moderate the direct effects of controls on these negative outcomes. In effect, they argue that whether outcomes are positive or negative depends on the extent to which controls “fit” a given marketing position. To test these ideas, a national survey of senior marketing personnel was conducted. Three sets of findings emerged. First, the two task characteristics studied generally predict the type of controls-in-use. Second, certain controls-in-use have a modest effect on specific minipathologies. Third, the moderating effect of task characteristics is not confirmed. Implications for marketing practice and directions for future research in marketing are proposed.

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26

Naik, Prasad A. "Marketing Dynamics: A Primer on Estimation and Control." Foundations and Trends® in Marketing 9, no. 3 (2015): 175–266. http://dx.doi.org/10.1561/1700000031.

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27

Hirai, Masafumi. "Problems of Food Control Law and Rice Marketing." Journal of Rural Problems 24, no. 4 (1988): 210–12. http://dx.doi.org/10.7310/arfe1965.24.210.

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28

Fruchter, Gila E. "A dual control problem and application to marketing." European Journal of Operational Research 130, no. 1 (April 2001): 99–110. http://dx.doi.org/10.1016/s0377-2217(00)00025-4.

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29

Armstrong, J. Scott. "Quality control versus innovation in research on marketing." Journal of Marketing Management 11, no. 7 (October 1995): 655–60. http://dx.doi.org/10.1080/0267257x.1995.9964377.

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30

Ling-yee, Li, and Gabriel Ogunmokun. "Effect of Marketing Control on Export Venture Performance." Journal of Global Marketing 16, no. 3 (May 20, 2003): 5–29. http://dx.doi.org/10.1300/j042v16n03_02.

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31

Skålén, Per. "Service marketing control as practice: a case study." Qualitative Market Research: An International Journal 14, no. 4 (September 6, 2011): 374–90. http://dx.doi.org/10.1108/13522751111163218.

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32

Boag, David A. "Marketing control and performance in early-growth companies." Journal of Business Venturing 2, no. 4 (September 1987): 365–79. http://dx.doi.org/10.1016/0883-9026(87)90027-9.

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33

Abad, Prakash L. "An Optimal control approach to marketing-production planning." Optimal Control Applications and Methods 3, no. 1 (October 29, 2007): 1–14. http://dx.doi.org/10.1002/oca.4660030101.

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34

Akhtar, Shamim, and Laldinliana. "Is Tobacco Marketing Overpowering Tobacco Control in India?" Colombo Business Journal 12, no. 2 (December 31, 2021): 128. http://dx.doi.org/10.4038/cbj.v12i2.85.

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35

Hadrian, Piotr. "PRACTICAL CONSIDERATIONS FOR THE IMPLEMENTATION OF MARKETING AUDIT AS STRATEGIC CONTROL." Zeszyty Naukowe SGGW, Polityki Europejskie, Finanse i Marketing, no. 22(71) (December 16, 2019): 65–76. http://dx.doi.org/10.22630/pefim.2019.22.71.26.

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The article discusses the problems of marketing control, understood as a function which tops the management cycle. The immediate aim of this article is to present the results of research on the use of marketing audit as a form of strategic marketing control, in particular, the indicated factors that affect the limitation of its use. Considerations on the theoretical aspect, as well as the analysis of empirical material of a secondary and primary nature, were conducted using the literature studies method and qualitative research methods. I presented the results of several studies directly devoted to the problems of implementing marketing audit against the background of analyzing the place of audit in the structure of marketing control. The research, although conducted at different times, in different markets and using different methods, undertook similar research topics, which allows, to some extent, a qualitative comparative analysis of their results. The presented results show that the degree of the use of marketing audit in economic practice still should be assessed as weak. Limiting factors for the use of marketing audit in enterprises include, first and foremost: restricting access to information necessary in the process of auditing, unawareness of the benefits resulting from the implementation of marketing audit, the unclear nature of marketing activities undertaken, and the fear of excessive organizational and financial burden.

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36

Jaworski, Bernard J. "Toward a Theory of Marketing Control: Environmental Context, Control Types, and Consequences." Journal of Marketing 52, no. 3 (July 1988): 23. http://dx.doi.org/10.2307/1251447.

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37

Qin, Xiao Hong, and Wei Ge. "Pinning Control of Enterprise Marketing Network Based on Complex Network Theory." Applied Mechanics and Materials 533 (February 2014): 491–94. http://dx.doi.org/10.4028/www.scientific.net/amm.533.491.

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Complex enterprise marketing network is typical scale-free network. Based on the non-uniformity of enterprise marketing network topology, we select pinning control strategy. There are network members for selection a certain percentage to exercise control, to use of virtual control action associated with the coupling between network members, making large-scale enterprise marketing network reaches a steady state. Paper showed that pinning control is effectiveness to control of enterprise marketing for network.

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38

Hadrian, Piotr. "The Various Models of Marketing Audit." Marketing of Scientific and Research Organizations 37, no. 3 (September 1, 2020): 51–72. http://dx.doi.org/10.2478/minib-2020-0022.

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AbstractThis paper examines the problem of marketing control. The goal of the article is a scientific reflection on the model presentation of marketing audit. Review of the marketing literature on marketing audit presents various conceptual, structural or process models. Yet, these proposals did not play a role significant enough so that auditing would become a widely used marketing control tool. That is why, author presents an outline of the proprietary marketing audit model which (in conceptual and semantic approach), thanks to specifying the strategic nature of this control tool, can stimulate its popularization in marketing management practice. The conceptual model presents in an descriptive and graphic form the audit architecture, endogenous conditions (orientation, excellence, strategy, tactical and operational control), components of the audit activities and the planes of the assessment being carried out. The semantic model defines marketing audit as a logical and resulting system, which, by using the possibilities offered by specific control methods, allows for comprehensive, structured, regular, objective, independent and professional contextual assessment (preparation and implementation of marketing strategies). These models are a stimulus for discussion and further search for optimal ways of marketing control, both on a methodological and pragmatic level.

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39

Yasin, Mahmoud M., Ronald F. Green, and Marwan Wafa. "Statistical Quality Control in Retail Banking." International Journal of Bank Marketing 9, no. 2 (February 1991): 12–16. http://dx.doi.org/10.1108/02652329110137729.

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40

Gurrieri, Lauren, Josephine Previte, and Jan Brace-Govan. "Women’s Bodies as Sites of Control." Journal of Macromarketing 33, no. 2 (December 27, 2012): 128–43. http://dx.doi.org/10.1177/0276146712469971.

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41

Kim, Minchul. "Price Regulation and Its Effect on Marketing: The Case of the Mobile Telecommunications Sector in Korea." Korean Journal of Policy Studies 21, no. 2 (February 28, 2007): 205–16. http://dx.doi.org/10.52372/kjps21211.

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This paper studies the relationship between price regulation and marketing intensity in the Korean mobile telecommunications service industry, a sector in which direct retail price controls are imposed by the regulatory authority. Facing such price regulations, mobile service providers in Korea seem to have focused on non-price competition in their marketing activities, such as handset subsidies. The findings show that marketing intensity escalates after a price control is implemented until the next price control is imposed. This is a sign of strong competitive pressure even under the legal ban on handset subsidies in Korea. When strong competitive pressure exists and prices are regulated, restrictions on marketing may not work well.

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42

Doherty, Anne Marie, and Nicholas Alexander. "Power and control in international retail franchising." European Journal of Marketing 40, no. 11/12 (November 2006): 1292–316. http://dx.doi.org/10.1108/03090560610702821.

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43

Shaw, Susan A., and John A. Dawson. "Organisation and Control in Retail Buying Groups." Journal of Marketing Channels 4, no. 4 (September 29, 1995): 89–103. http://dx.doi.org/10.1300/j049v04n04_05.

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Al-Motawa, Dr Ahmed A., and Ahmed A. Ahmed. "Control, Conflict and Satisfaction in International Channels:." Journal of Marketing Channels 5, no. 3-4 (December 1996): 49–69. http://dx.doi.org/10.1300/j049v05n03_03.

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Alpenberg, Jan, and D. Paul Scarbrough. "Trust and control in changing production environments." Journal of Business Research 88 (July 2018): 527–34. http://dx.doi.org/10.1016/j.jbusres.2017.12.003.

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Tateishi Saito, Víctor. "CONTROL QUALITY S.A." Cuadernos de difusión 8, no. 15 (December 30, 2003): 123–26. http://dx.doi.org/10.46631/jefas.2003.v8n15.08.

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Control Quality S. A. es una empresa multinacional líder en el control de calidad de productos mineros y alimenticios. Cuenta en la actualidad con cuatro laboratorios (hay un quinto por inaugurarse dentro de 30 días) distribuidos en la ciudad de Lima. Para el desarrollo de sus actividades se encuentra organizada en distintas gerencias centralizadas: Comercial, Financiera, Marketing, Recursos Humanos, Laboratorios y Almacén Central.

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47

Merchant, Kenneth A. "Progressing toward a Theory of Marketing Control: A Comment." Journal of Marketing 52, no. 3 (July 1988): 40. http://dx.doi.org/10.2307/1251448.

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48

Jaworski, Bernard J., Vlasis Stathakopoulos, and H. Shanker Krishnan. "Control Combinations in Marketing: Conceptual Framework and Empirical Evidence." Journal of Marketing 57, no. 1 (January 1993): 57. http://dx.doi.org/10.2307/1252057.

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49

Vodeb, Oliver. "Debt, Marketing Communication, and The City: Designed Social Control." Kepes 12, no. 11 (June 6, 2015): 193–207. http://dx.doi.org/10.17151/kepes.2015.12.11.11.

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Pahud de Mortanges, Charles, and Joost Vossen. "Mechanisms to control the marketing activities of foreign distributors." International Business Review 8, no. 1 (January 1999): 75–97. http://dx.doi.org/10.1016/s0969-5931(98)00039-0.

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Journal articles on the topic 'Marketing control'

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